Shell Australia Reconciliation Action Plan 2

Shell Australia Reconciliation Action Plan 2

Shell s Vision for Reconciliation Shell Australia aspires to positively contribute to Australia s reconciliation journey. Shell employees will acknowledge and respect the culture and contribution to Australia of Aboriginal and Torres Strait Islander peoples and recognise that true and lasting reconciliation improves prosperity for all Australians, including adding value to our business. Message from Shell Australia Country Chair - Ann Pickard Since coming to Australia, I ve enjoyed learning about the rich history and culture of the country s Indigenous heritage. Working for a company with the size and influence of Shell, it has also been important to me to understand what Shell was doing to make an impact on closing the life-expectancy gap between Indigenous and non-indigenous Australians. Shell is a significant investor and employer in Australia and has recognised that strong communities and a diverse workforce contribute to the prosperity of the country and the growth of our business here. However, after 110 years of operation in Australia, it s fair to say that Shell hadn t proactively focused on improving opportunities for Indigenous people, other than via social investment initiatives. This changed in 2011 with the launch of our first Reconciliation Action Plan (RAP). The plan was met with goodwill from staff across the country, and we joined over 300 Australian government, corporate and community organisations that have a RAP. RAP 1 was all about understanding and learning. Workshops were held to explain Indigenous culture and the challenges faced by Aboriginal and Torres Strait Islanders. We asked the big questions - what were the best employment and training strategies, contracting and procurement strategies, and how would we engage with Indigenous communities to achieve real results? We wanted to bring our employees along and all learn together. I m proud that Shell could publicly promote our commitment to Australia s reconciliation journey. I am very pleased to now present the second RAP for Shell Australia. This RAP is about continuing to learn about Indigenous culture whilst also building on the achievements of RAP 1 and delivering hard outcomes across the business. We will build off our strong foundation of RAP Champions located in our operations around Australia to consolidate employee understanding and commitment to reconciliation. We will roll out programs which will achieve tangible results around Indigenous employment, engagement and social investment. I am confident that Shell can, over time, make an impact. We can do that through the outcomes we deliver ourselves, and through the influence we can have across our supply chain and in the wider business community. Our RAP makes a public statement, both internally and externally, that we are prepared to turn good intentions into actions and are willing to be held accountable for delivering on these actions. I commend everyone within Shell who has demonstrated leadership and commitment towards achieving our vision for reconciliation and I look forward to sharing our RAP 2 achievements. Our RAP in Action 1

Shell team visit the Kimberley An intrepid team from Shell enjoyed an amazing experience in the Great Sandy Desert, spending time with the Kimberley Land Council Ngurrara Rangers, one of Shell s social investment partners. Ann Pickard (Country Chair Shell Australia), Jim Marshall, Karyn Freeman, Peter Robinson, Rachel Maier, Jason Roberts, Mike Seymour and Kara Sloper were privileged to spend two days learning more about the Rangers way of life. The Shell team visited the Djugerari community, approximately 100km south of Fitzroy Crossing, where the Ngurrara Rangers are based. Here they learnt about the Shell-supported database which captures Indigenous knowledge, along with land management issues such as erosion control and native and introduced species flora and fauna counts. During the visit the team were fully immersed in community life, enjoying a range of authentic experiences such as woodwork and bush tucker. 2

RAP Steering Committee RAP 1 Action Status John Anderson Melbourne James Crowden Melbourne David Fox Fremantle Jason Glanville CEO, National Centre of Indigenous Excellence Sydney Ian Grose Chairman Perth Jenny Odgers Melbourne Lisa Paevere Melbourne Helen Reid Perth Rita Sully Perth RAP 1 Actions 5 3 20 NOT ACHIEVED YET IN PROGRESS COMPLETED RAP Champions We have about 40 RAP Champions in locations around Australia, who have formed local RAP Committees. Focal points for these are: Jenny Ling Hawthorn Anna Murray Geelong Christine Haynes Perth Tina Giglia Pinkenba Martina Michael Newport 1 Relationships 2 7 2 Respect 1 10 Opportunities 2 3 3

RAP 1 Scorecard August 2011 - December 2012 4

Larapinta Trail Dennis Brennan and Sara Eaton had a unique and eye-opening opportunity in mid-2012, participating in the Walkabout for Change (W4C). The W4C raises funds and awareness of the gap between Indigenous and non-indigenous Australians and was organised by Shell s social investment partner, the Indigenous Community Volunteers. Dennis and Sara spent five days trekking the Larapinta Trail and visiting the remote Titjikala community, 110km south of Alice Springs. They were keen to share their experiences and organised a lunch n learn in the Perth and North Fremantle offices on their return. Dennis also invited a friend he d met on his journey to be guest speaker, Tommy Crow. Tommy is an internationally renowned actor, artist, musician, dancer and story teller who enthralled the crowd with his inspirational story. 5

Our RAP in Action RAP 1 Scorecard August 2011 - December 2012 Relationships Key activities / actions complete in progress incomplete Outcome and our assessment of progress 1. Increase Indigenous representation on the RAP Steering Committee. Three employees have self-identified and are involved with RAP Champions network. Representation on the Steering Committee is planned for RAP 2 (action no. 1). 2. Implement process to understand composition of Shell Australia s workforce (includes being able to acknowledge employees who identify as Aboriginal or Torres Strait Islander). 3. Understand how current Aboriginal and Torres Strait Islander employees wish to be involved with RAP initiatives and encourage ownership and involvement. 4. Continue to work and build relationships with social investment partners working in the Indigenous support area (e.g. Indigenous Community Volunteers). 5. Provide opportunities for Shell employees to volunteer to work with, or be seconded to, our social investment partners working in the Indigenous support area. Implementing self-identification as part of new hire offer paperwork and capturing self-identifications during the application process. Three have self-identified so far RAP steering committee has been in touch. Relationships with social investment community partners Complete social investment program has an Indigenous focus. Volunteering opportunities have been offered and filled with David Wirrpunda Foundation, Indigenous Community Volunteers and Foundation for Young Australians. 6. Provide opportunities for Shell employees to visit Indigenous communities. Indigenous Community Volunteers Walkabout for Change opportunity accepted by two RAP Champions. Two opportunities with Questacon on its Derby-Broome tour filled. Visit for Country Chair, senior Upstream Australia staff and communications staff to Ngurrara Country. 7. Each operating site and project to develop and implement an Indigenous engagement strategy including the identification and consolidation of current Indigenous community engagement and development activities undertaken by Shell. 8. Each operating site and project will appoint a Shell employee as a RAP Champion at the appropriate Shell location. 9. Steering committee to ensure that RAP is implemented at local Shell sites across Australia using Champions/committees. 10. Review the need for an Indigenous Relations Manager to manage the activities for the Shell RAP and ensure delivery and commitment is ongoing. Relationships with our fenceline/local Indigenous communities Requirements have been scoped by our social performance team. Work to start for RAP 2 (action no. 3). Position description developed and 40 RAP Champions volunteered. RAP Champions plans implemented in most major locations. Role scoped and advertised. Will start in 2013. 6

RAP 1 Scorecard August 2011 - December 2012 Respect complete in progress incomplete Key activities / actions Outcome and our assessment of progress Cultural competence 11. Develop and introduce cultural recognition protocols for Shell in Australia including Welcome to Country and Acknowledgement of Country at appropriate events. Protocol developed and implemented. 12. Naming policy for rooms, facilities, ships etc. Overall policy not needed as focus on local policies. RAP Champions have made good progress. 13. Make online cultural awareness training available to all employees. Reconciliation Australia Share our Pride available to all staff via intranet. 14. Deliver face-to-face cultural awareness programs through accredited Indigenous organisations for employees at major locations. 15. Promote and support key calendar events (e.g. NAIDOC Week, Reconciliation Week). Draw on the experience of our social investment partners to coordinate activities (e.g. ICEA). 16. Encourage all lines of business in Australia to identify opportunities to promote reconciliation and Indigenous issues in their teams/business, and implement. 17. Promote purchase/commissioning of Indigenous art for Shell offices. Include Indigenous art/ graphics in key collateral and gifts (e.g. RAP and recruitment materials where appropriate). Develop/revise inclusiveness statement for recruitment advertising. Delivered cultural awareness training to over 300 staff, at Pinkenba x2, Hawthorn x3, Newport x2, Perth x4, North Fremantle x2, Geelong and Clyde. Local implementation taking place around Reconciliation Week and NAIDOC week driven through RAP Champions. Some local teams are actioning but leadership to encourage businesses/major locations to take action as part of RAP 2 (action no. 7). Actioned. 18. Review the desire to introduce an annual Reconciliation Champions Award to recognise Shell employees who have actively promoted reconciliation and Indigenous issues. Ongoing recognition of RAP Champions required. 19. Identify and include relevant Indigenous media organisations/outlets as part of media dissemination. Complete. 20. Make copies of The National Indigenous Times and the Koori Mail available along with mainstream newspapers. Complete. 7

Our RAP in Action Geelong celebrates NAIDOC week The Geelong refinery celebrated the history and culture of the local Indigenous people during NAIDOC week. Highlights included an Indigenous art gallery, renaming four meetings rooms with Indigenous names, Indigenous food at the canteen (which sold out!) and storytelling with a local Elder. Celebrating Indigenous culture is a small step in Geelong s RAP journey, but an important one. It is an opportunity to engage the wider group of employees and to enhance the culture of the workplace. 8

Newport s new Indigenous library Newport launched an Indigenous library in the administration building s tea room to introduce the RAP in 2012. The library holds a collection of fiction, non-fiction, art, education and biography texts as well as a small number of DVDs and a music CD. These are available to any staff member to borrow or browse through at their leisure and there has been a good interest in the collection. The book Terra Nullius: A Journey Through No One s Land by Sven Lindqvist comes highly recommended by the Newport RAP Champions. 9

Our RAP in Action RAP 1 Scorecard August 2011 - December 2012 Key activities / actions 21. Examine initiatives which bring Indigenous culture to a broader audience i.e. arts, sport, dance etc and determine if Shell could support (corporate entertainment/sponsorship). 22. Develop a communications strategy with toolkit to share knowledge and the understanding of the RAP process and seek input into our RAP. 23. As part of the communications strategy, review Shell in Australia s induction programs, leadership development programs, our web sites and corporate communication material to ensure all employees are aware of the company s commitment and how they can contribute. Key activities / actions 24. Conduct a review of current recruitment methodology to ensure they are inclusive and supportive of cultural differences, including through seeking expert advice (likely external). Implement any identified changes. 25. Develop specific Indigenous recruitment, training and retention strategy for Shell Australia, that is implemented locally. 26. Contracting and procurement (C&P) strategy which targets Indigenous suppliers and maximises benefits to Indigenous communities. 27. Approach and understand the business of the Australian Indigenous Minority Supplier Council (AIMSC). Communications Plan Opportunities complete in progress incomplete Employment and training strategy Outcomes Completed with some minor changes identified e.g. CareerTrackers uses carefully selected mentors. Bottom up approach taken initially through launch of CareerTrackers. Contract and procurement strategy Outcome and our assessment of progress Considered and actioned where corporate entertainment activities applicable e.g. Royal Dutch Shell Board visit. Completed for RAP launch and year one activities. RAP information added to offer pack for new candidates, on our external careers and web pages, available at all recruiting events such as graduate fairs and Shell recruitment drives. Initial strategy was to join AIMSC, which has now been completed. Work ongoing and will be part of RAP 2. Joined AIMSC (now Supply Nation) and attended a number of their forums. 28. Develop questions for prospective suppliers/contracts to determine their approach to reconciliation. Terms & conditions for new contracts now incorporate Indigenous requirements. 10

Our RAP in Action Ben and Emily s careers on track with CareerTrackers Ben Dries is a final year mechanical engineering student at ANU in Canberra who completed a 12 week internship at Shell over the summer. He was introduced to Shell by CareerTrackers, a national non-profit organisation that works with Indigenous university students and private sector companies to create career pathways through a structured internship program. Ben worked on several projects in Supply & Distribution in our Hawthorn and Newport offices, and thoroughly enjoyed his internship. He is pictured at the one week Leadership Forum that all CareerTrackers students attend each year in Sydney. Emily Estcourt was a final year student at Monash University with an interest in a HR career. Emily was the Downstream HR team s first CareerTrackers intern. Emily really enjoyed presenting her projects during her internship and said the staff made her feel like a part of the Shell family. She said Shell was the most positive working environment she d ever been lucky enough to be a part of. Following her internship, Shell was pleased to offer Emily a fulltime position working in the HR Policy & Services team. Emily is pictured (left) with her supervisor Kate Bury. 11

RAP 2 Actions From March 2013 12

Hawthorn captures hearts and minds The Hawthorn RAP committee made great progress during 2012, undertaking a variety of activities to raise awareness and commitment for the RAP. Key highlights included a fundraiser for Australian Indigenous Mentoring Experience s National Hoodie Day, with an Indigenous flavoured morning tea, a 60 minute panel session on the topic of let s talk recognition attended by 120 staff, and a competition to choose an Indigenous name for the Town Hall (now known as the Bagunga room). The committee has taken away some good learnings over the year and high attendance numbers at events is testament to the support and interest from both staff and senior management towards achieving Shell s reconciliation vision. 13

Our RAP in Action RAP 2 Actions From March 2013 Relationships Shell s global core values are honesty, integrity and respect. In order to live those values in Australia, as part of our business operations we must build mutually beneficial relationships between Indigenous and non-indigenous Australians. Key activities / actions Timeline Measurable Target 1. Increased Indigenous representation on RAP Steering Committee. Q4, 2013 Indigenous representation increase - target from one to two. (RAP Steering Committee) 2. Implement an Indigenous Peoples Policy. Q1, 2014 and then ongoing Policy developed, endorsed and implemented. (Social Performance) 3. Major Shell installations and projects to implement an Indigenous Peoples Plan with their local community. 4. Focus, as part of our social investment portfolio, on projects designed to invest in the potential of Indigenous Australians. Q4, 2014 Plans completed at major installations and projects in Australia. (Social Performance) Ongoing At least $1.25 million each year targeted at projects which support Indigenous Australians. (Social Investment) Utilise the knowledge and experience of social investment partners to educate our staff and grow relationships with Indigenous Australians through volunteering (target minimum 12 employees, increasing over time) and staff events (target minimum five events per year). (Social Investment). 14

RAP 2 Actions From March 2013 Respect As a key investor in Australia, and a company that believes in diversity and inclusiveness, Shell must respect and seek to understand the culture and history of Aboriginal and Torres Strait Islander peoples. Key activities / actions Timeline Measurable Target 5. Equip our staff with information about our RAP, its purpose and actions. Help to educate our staff about the culture and history of Indigenous people. Q1, 2013 and then ongoing RAP communications strategy developed and implemented. Mark, celebrate and support NAIDOC Week and Reconciliation Week activities. Measure annually the profile of RAP amongst own staff. (CX and RAP Champions) 6. Acknowledge the importance of our RAP Champions network as reconciliation leaders within Shell. Support the RAP Champions to be effective locally. Q3, 2013 2014 Introduce a structure to support and acknowledge RAP Champions and celebrate achievements. (RAP Implementation Coordinator) Grow the pool of RAP Champions (target 60). (RAP Implementation Coordinator) 7. Visible support for RAP and its initiatives from our leaders, demonstrating respect through diversity and inclusiveness. Ongoing Leaders speak positively about RAP, support RAP Champions, encourage cultural awareness skill building and look for opportunities to support reconciliation in their business. Each Leadership Team member to conduct a formal RAP engagement each year. (Shell leaders) 8. Cultural awareness & skill development program for all employees. Q3, 2013 and then ongoing General skills development training offered to all 2500 staff each year. Mandatory training for senior leaders and also supervisors and team members of Indigenous employees. Targeted team training where required. (HR) 9. Follow Shell s Cultural Protocol. Ongoing All major events and meetings comply with protocol. (All employees) 15

Our RAP in Action Hawthorn RAP Champions RAP Champions are a liaison between the RAP Steering Committee and their work site. They do a great job promoting and encouraging participation in our RAP and its associated activities. From left to right: Denise Carroll, Jenny Ling, Sujeeva Henadhira, Elise Churchill. Absent: Kris Finlay. 16

2013 Reconciliation Action Plan Showcase Lochie Cooke (centre), CEO of one of Shell s social investment partners ICEA, attended and spoke at the 2013 Reconciliation Action Plan Showcase in Canberra as a guest of Shell. Lochie is pictured here with Digital comic stars Nelson Baldhead Coppin and Max Supamaxie Coppin who were also amongst the presenters and attendees at the event held at Parliament House. The purpose of the Reconciliation Australia event was to showcase the successes and contribution of RAP organisations to Closing the Gap on Indigenous disadvantage and reconciliation. Image by Cole Bennetts and courtesy Reconciliation Australia. 17

Our RAP in Action RAP 2 Actions From March 2013 Opportunities Shell recognises that strong communities and a diverse workforce will contribute to the prosperity of Australia and to the growth of Shell s business in Australia. In order to provide opportunities for economic independence, Shell commits to working with Aboriginal and Torres Strait Islander peoples, organisations and communities. Key activities / actions Timeline Measurable Target 10. Implement an Indigenous employment & retention strategy. Q4, 2013 and then ongoing Strategy developed and implemented. Intern program rolled out for 2013/2014 summer (target seven interns). Monitor Indigenous workforce against target to increase by 15 Indigenous employees through self-identification and recruitment. (HR) 11. Increase our contracting and procurement with Indigenous businesses. Q4, 2013 and then ongoing Continued membership of Supply Nation. Establish an Indigenous Business Working Group to advise on Shell Australia projects. Increase Shell s contracting & procurement with Indigenous businesses to a minimum of $1 million by 2014. (CP) 12. Increase the reconciliation activities of organisations who tender for work with Shell. 13. Leverage Shell s business relationships with business customers and joint venture partners to develop or enhance opportunities for Aboriginal and Torres Strait Islander Peoples. Q3, 2013 and then ongoing Include Indigenous engagement contractual requirements in contracting and procurement activities. Implement in at least five significant contracts in 2013. (CP) Q4, 2014 Two Downstream and two Upstream business partner collaborations in place. (CP) 14. Appoint a RAP Implementation Coordinator. Q3, 2013 Role scoped and recruited. (RAP Steering Committee) 15. Report and track on RAP actions. Q3, 2013 and then ongoing Reporting template developed. Distributed quarterly to senior leadership teams and to RAP Champions. (RAP Implementation Coordinator) 18

Acknowledge Traditional Owners and Welcome to Country protocol Acknowledging Traditional Owners at our meetings and inviting Aboriginal Elders to give a Welcome to Country ceremony at external events are ways we can show our respect for Australia s First Peoples. It is a gesture of recognition, promotes an awareness of the past and acknowledges the ongoing connection to country of Aboriginal and Torres Strait Islander peoples. Such recognition also facilitates engagement opportunities, developing and further nurturing relationships. Welcome to Country A Welcome to Country is a ceremony performed by an Elder, senior representative of the traditional custodians or local Aboriginal or Torres Strait Islander people, to welcome visitors to their traditional land. It can take many forms depending on the particular culture of the Traditional Owners. It can include singing, dancing, smoking ceremonies or a speech in traditional language or English. A Welcome to Country should be performed at the beginning of an official function (such as a conference), usually as the first item of the opening proceedings. Inviting the Traditional Owners to perform a Welcome at an event is a sign of respect to the traditional custodians. How to organise a Welcome to Country Contact should be made with your local Aboriginal Land Council, local government or state department for Indigenous Affairs to help identify the traditional owner groups and if they have previously provided Welcome to Country ceremonies. Holding these discussions can take time. So don t leave the organising of this to the last minute! It is best to arrange a meeting with the Elder in advance of the event. Traditional custodians or Elders, like any consultant, will charge a fee to cover their costs including time, travel and any materials. Acknowledgement of Country An Acknowledgement of Country is a way of showing awareness of, and respect for, the traditional Aboriginal or Torres Strait Islander owners of the land on which a meeting or event is being held, and of recognising the continuing connection of Aboriginal and Torres Strait Island people to their country. It involves visitors acknowledging the Aboriginal or Torres Strait Islander owners of the land, as well as the long and continuing relationship between Indigenous peoples and their country. It can be performed by a non-indigenous person. When should we acknowledge traditional owners and custodians? At the start of a larger meeting or forum, it is respectful for the MC or first speaker to recognise the Traditional Owners and custodians of the land on which the meeting is occurring. For example: when bringing people from outside the organisation together (external guests); when people have travelled to meet together from other areas (external and/or internal guests); when discussing issues relating to Aboriginal and Torres Strait Island People; or when Aboriginal and Torres Strait Islander People are attending. Subsequent speakers may also wish to recognise Traditional Owners and custodians. Some examples of where it would be appropriate to acknowledge the Traditional Owners are: retail forums, sales and marketing 19

conferences, parties, community liaison group meetings and Shell-hosted external stakeholder engagement events. Cultural protocols should also be followed by the organisers of Shell-sponsored events. How should traditional owners and custodians be acknowledged? A general acknowledgement can be used if you are unsure of the name of the group or if there are two or more groups to acknowledge. There is also the option to specifically acknowledge the local group/s that are known. General acknowledgement I d like to begin by acknowledging the Traditional Owners and custodians of the land on which we are meeting today. I would also like to pay my respects to the Elders past and present. Acknowledgement specific to location and community I d like to begin by acknowledging the traditional owners and custodians of the land on which we meet today, the. (Nation) OR the. (People) of the. (Nation) and pay my respects to their Elders both past and present. Location Examples CLYDE We respectfully acknowledge the traditional custodians of the land, of Elders past and present of the people of the Darug Nation on the place which we are meeting today. GEELONG We acknowledge the traditional custodians of the land, the Wadda Wurrung of the Kulin Nation on which we stand. We pay our respects to the Elders both past and present. We thank the Traditional Owners for their custodianship of the land, and celebrate the continuing culture of the Wadda Wurrung, and also acknowledge the memory of their ancestors, both past and present, and also wish to welcome all Aboriginal persons present today. OR We wish to acknowledge the Wadda Wurrung Traditional Owners on whose country we are gathered on today / tonight and we wish to pay our respects to the Elders both past and present. HAWTHORN I would like to begin by acknowledging the Traditional Owners and custodians of the land on which we meet today, the Wurundjeri people of the Kulin Nation. I pay my respects to their Elders, both past and present. PERTH I respectfully acknowledge the past, present and future Traditional Owners of this land on which we are meeting, the Nyoongar people. It is a privilege to be standing on Nyoongar country. PINKENBA I would like to acknowledge that this land that we meet on today is the Traditional Lands for the Turrbal Peoples, and that we respect their spiritual relationship with their country and that their cultural and heritage beliefs are still as important to the descendants of today. I also acknowledge the Jagera, Quandamooka and Jinibara Peoples as the custodians of the greater Brisbane region. I also acknowledge the Elders, those here today and those that have passed. NEWPORT I would like to begin by acknowledging the Traditional Owners and custodians of the land on which we meet today, the Boon Wurrung people of the Kulin Nation. I pay my respects to their Elders both past and present. 20

Frequently Asked Questions What is Reconciliation? Reconciliation Australia defines reconciliation as building mutually respectful relationships between Indigenous and other Australians, that allow us to work together to solve problems and generate success that is in everyone s best interests. Achieving reconciliation involves raising awareness and knowledge of Indigenous history and culture, changing attitudes that are often based on myths and misunderstandings, and encouraging action where everyone plays their part in building a better relationship between us as fellow Australians. Across its 110 plus years of business in Australia, Shell has not focused proactively upon developing opportunities for Indigenous Peoples, other than, over recent times, through its social investment activities. Increasingly, we are a significant investor and employer in Australia. Reconciliation is important to the people and government of the country in which we live and contribute. The opportunities which arise for Shell, and for Indigenous people through Shell s actions, need to be tackled together for our mutual benefit. What is a RAP? The Reconciliation Action Plan (RAP) program was launched in July 2006, the 40th anniversary of the 1967 referendum where more than 90% of voters said YES to equality for Aboriginal and Torres Strait Islander fellow citizens. The RAP program is a framework designed to turn good intentions into action by encouraging and supporting organisations, large and small, to engage within their sphere of influence in a national effort to close the gap in life expectancy between Indigenous and other Australians. The framework covers the activities that we know can make a difference: building good relationships; respecting the special contribution of Aboriginal and Torres Strait Islander peoples to Australia; and ensuring Indigenous children have the same life opportunities as other children in this prosperous country. New Zealand, the United States and Canada have greatly improved their Indigenous life expectancy statistics. Hopefully in Australia, we can do the same. Having a RAP is a long term process and commitment. Closing the gap on life expectancy will take years to achieve, but it is achievable. That the life of an Indigenous child is likely to end significantly earlier than a non-indigenous child s is not acceptable in an affluent country like ours. What are the benefits of a RAP? There are numerous benefits to be gained by developing a RAP: It s a tool to help our organisation build positive relationships between Indigenous and non-indigenous people. It gives a clear format to explore how reconciliation can advance our business. It will be Shell s public contribution towards the national effort to close the life expectancy gap between Indigenous and non-indigenous children. It will reinforce Shell s commitment to Australia and its Indigenous people. Shell conducts business in or near Indigenous communities. Having a RAP is an important way to show our support to closing the gap. It will help our employees, especially those from overseas, understand more about Australia s culture and history. Developing a meaningful RAP takes time, but the final product is a simple, easy to read plan. 21

How will a RAP change the way I work? Consider how your part of the business can provide opportunities to help close the gap for Indigenous peoples. This could be by contracting to organisations that support Indigenous workers or programs, by acknowledging the Traditional Owners of the land at Shell external events to help raise awareness and demonstrate Shell s commitment, by attending cultural awareness training and/or by just keeping an open mind. Does this mean extra work for me? Mostly not, as this is about the way we do our work rather than doing more things. Some areas of our business will need to work on specific actions (for example, developing an Indigenous employment and retention strategy and a business engagement strategy). All employees will have the opportunity to take part in Cultural Awareness Training and to follow the cultural protocol. Can I choose not to be involved? Throughout the year there will be opportunities for employees to take part in RAP activities relevant to their team and work location. It is an employee s choice to determine how they would like to be involved. However, there will be some activities that are linked to business outcomes. If you feel strongly about not participating, you can speak with your line manager or your local RAP Champion. What is a RAP Champion? We aim to have a RAP Champion in all Shell Australia locations. The Champion will be a liaison between the RAP Steering Committee and their work site. Their key role is to promote and encourage participation in our RAP and its associated activities. They will also help to answer colleagues questions about RAP or direct them to someone who can. Email SAL-reconciliation@shell.com if you d like to be involved. Where do I go for more information? Visit Shell in Australia s intranet homepage and click on reconciliation or contact your local RAP Champion. Select the training link to take the online training. e. SAL-reconciliation@shell.com w. www.shell.com.au/reconciliation Who can have a RAP? Community Organisations Corporate Organisations Peak Organisations Schools Universities and Training Organisations Federal Government State Government Local Government Who else has a RAP? See www.reconciliation.org.au for a list of organisations. Who is Reconciliation Australia? Reconciliation Australia is an independent, not-forprofit organisation that was established in 2000 by the former Council for Aboriginal Reconciliation. It is the peak national organisation building and promoting reconciliation between Indigenous and non-indigenous Australians for the wellbeing of the nation. It has developed the Reconciliation Action Plan process and actively supports RAP ers across Australia. 22

Our Business Shell is a major global energy organisation, employing around 2500 people in Australia. We have had a presence in Australia since 1901. Our business in Australia is broadly divided into Upstream and Downstream. Upstream Operations The Upstream business finds, develops and supplies liquefied natural gas (LNG), condensates and liquefied petroleum gas (LPG) to overseas markets and natural gas to domestic customers in Western Australia. Shell s Upstream business in Australia is based in Perth and employs nearly 500 staff. Shell sees natural gas as a major part of the energy mix needed to meet the world s growing energy demand. With its non-operated and operated activities in Australia s Liquefied Natural Gas (LNG) industry, Australia is key to Shell s LNG growth aspirations globally. Shell is developing large gas resources in Australia and maintains a substantial exploration portfolio off the coasts of Western Australia and the Northern Territory, as well as having coal seam (CSG) interests in Queensland. Shell is looking at some $30 billion of investment in Australia over the next five years, making Shell one of Australia s largest foreign investors. Downstream Operations Our Downstream operations consist of our refining and marketing businesses. We manufacture petroleum products, have thousands of customers throughout the country and supply a quarter of Australia s petroleum requirements. The products supplied by our businesses and the jobs they generate make a significant contribution to the Australian economy. We also supply lubricants and chemicals used by Australians on a daily basis. Our reputation rests on bringing these products to market in a timely, reliable and environmentally responsible manner. Our Downstream businesses consist of several diverse, but interlocking segments: manufacturing, supply & distribution, sales & marketing, lubricants, retail, aviation, bitumen, marine and chemicals. Artist: Beverly Cameron Region: Nyapari (Northern South Australia) Title: Piltati Size: 128.5cm x 98.5cm Beverly was born in a creek at Ayeronga in 1957. The artwork was purchased by the Shell in Australia Country Chair in 2010 and can be viewed at Shell s Perth office. For more information about Shell s RAP: e. SAL-reconciliation@shell.com w. www.shell.com.au/reconciliation